You are going to want to work on what will have the most impact over the next year? There are is only one way to achieve this goal. Connect your engagement factors to performance indicators such as revenue, profitability, productivity, and turnover. Some organizations turn to consulting firms like ours that have already facilitated this process in a generic manner across many data points, and others want to create a more targeted correlation based on their business. Obviously, the second and more pinpointed way to determine impact, a validation study, is more expensive. Either way, this is a very different avenue from choosing items based on whether they were rated low versus rated high. We break down engagement indicators into four key categories.

Top Targets (Low Rating, High Impact)

The items in this category represent what an organization will want to focus on during the next period; usually a year. These are items that receive low ratings from employees in a survey and also have the greatest impact on issues such as productivity, retention, and organizational results. Working on these particular issues will not only have the greatest impact on an organization’s employee engagement results, but it will also have the maximum impact on the organization’s success.

High Priorities (High Rating, High Impact)

These items are important to leverage or maintain and should be an organization’s next focus. These items received high ratings and also have significant impact on the organization’s success. Consider these items strengths that are working to the organization’s advantage. If these items fall backward in ratings, performance of the organization will suffer.

Average Priorities (Low Rating, Low Impact)

These items reflect low ratings and low impact. Essentially, they are organizational weaknesses that have little impact on the performance of an organization. These items typically will not influence productivity or retention a great deal. However, any item(s) rated low should be reviewed to determine if there is a pattern in the ratings that tells a story, or there is a need to shore up a real weakness because it is getting in the way.

Low Priorities (High Rating, Low Impact)

The items reflect strengths of an organization, because they are rated highly by employees on a survey, but they typically have little impact on issues like productivity, retention, and organizational results. While we try not to fall backward on these types of items, the impact of falling backward would most likely be negligible. We would not recommend an organization spend its time focusing in this area.

When we work with clients, there are times we need to steer them away from some of the items rated low because we know from our research that working on those items will not produce the results that addressing another item will.

If you put yourself out there expect people to respond. Otherwise don’t put yourself out there. Social media is social by nature. People share, discuss, learn etc. We cannot exist in a vacuum.

It is okay if you want to be on Facebook, LinkedIn, etc. and not engage in controversial topics. Plenty of people do that. I have seen many a picture of someone’s oatmeal they made that morning.

AlI I am saying is don’t post stuff that is provocative and expect everyone to agree. I only say this because I know someone who is doing that. He even asks people to only respond when they agree. In essence, he wants to influence others without being influenced himself. He wants to promote ideas and limit other people’s ability to express themselves.

Obviously we should all be respectful, but social media is one of the most democratic or representative of platforms. So if you have got something to say expect that others do as well.

Shift meetings are supposed to be fun and motivating. But most are boring. These meetings are a great opportunity to get feedback from your employees. But most are one way communication tools. Most importantly, these meetings should have a call to action. Yet most fall flat.

The shift meeting below does not fall flat. This manager understands what a shift meeting can do. Enjoy. It is one of the best!

It starts with this…”People of Target, brothers, sisters, hear me now,” he said. “They’re standing out there. Any moment now, those doors will be breached. Whatever comes through those gates, you will stand your ground with a smile on your face.” And it only gets better!

Just as a good chef carefully prepares all aspects of a meal before plating each dish, successful HR professionals carefully map out every aspect of a task before executing it. In fact, HR professionals are probably some of the most well-prepared individuals in an organization—or at least they should be.

While thorough preparation is undoubtedly stressed in most professions, HR veterans have learned the value of being able to “expect the unexpected.” HR professionals know that all tasks require preparation. That’s true regardless of whether you are implementing an unfamiliar system, conducting a routine meeting with an employee, or pitching a new idea to senior management.

Although every situation requires specific preparation, here are some universal tips to keep in mind when approaching a task:

(1) Know the background. Being the most knowledgeable person in the room never hurts, but that is not always possible. Get as much background information as possible so you will understand the story behind the situation. Walking into a meeting without understanding why the meeting is necessary in the first place is not just uncomfortable, it is also irresponsible. Always take the time to research events leading up to a meeting, especially if you are a latecomer to the situation. Do not hesitate to reach out to other employees for a rundown of the situation. Keep in mind, however, that everyone has a different perspective, so it is a good idea to check several sources.

(2) Organize the evidence. Organization and preparation go hand in hand. When doing your prep work, make sure you stay organized so you can use those hours of preparation effectively. For example, if you spend hours investigating and preparing a response to a grievance, sitting down and writing the response will be much easier if you take the time to organize your notes into meaningful categories.

(3) Anticipate possible counterarguments and reactions. It is absolutely critical to anticipate push back from others. Sometimes laser focus on a matter prevents us from taking a step back and evaluating other perspectives. A lack of preparation will be noticed immediately when you are unable to effectively manage adverse reactions or counterarguments. For example, during a termination meeting with an employee, don’t take any chances. Hope for an amicable conversation, but prepare for the worst.

(4) Develop a Plan B. Being fully prepared means that you have already thought through a Plan B. Most of us have experienced situations in which our original concepts either didn’t pan out or were not accepted by senior management. Ideally, you should come prepared with several alternatives, but you certainly should have a solid Plan B. If you end up needing a Plan B, you will be very thankful you prepared one in advance.

The better prepared you are to tackle a challenge, the more successful the outcome will be. Your preparation (and resulting success) will not go unnoticed. Developing preparation skills will enhance your reputation as a reliable “go-to” person in your department and organization. Being a “go-to” person will allow you to know that you are valued by others and that you bring value to your organization. As an HR professional, it is your job to be an expert. Make sure you are prepared.